• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.5
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• pp.165-173
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• 2015

This study investigated the effects employee's intrinsic motivation and organizational feedback on organizational commitment and the moderating role organizational feedback on the relationship between employee's intrinsic motivation and organizational commitment in the workplace. Data were collected from 287 employees in the manufacturing firms. Results indicated that employee's intrinsic motivation had a positive effect on organizational commitment. Results also indicated that organizational feedback moderated the relationship between employee's intrinsic motivation and organizational commitment. Especially, The positive (+) relationship between employee's intrinsic motivation and organizational commitment was strengthened when organizational feedback was high than it was low. Implications for practice and directions for future research are discussed.

• Journal of the Korea Convergence Society
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• v.11 no.8
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• pp.369-379
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• 2020

This convergent study aimed to verify the mediating effect of organizational silence and manager's inclination to reject negative feedback in the relationship between organizational justice and turnover intention of Clinical Nurses. Participants were 250 nurses working at general hospitals with 300 hospital beds or more. Examination of the mediating effect of organizational silence showed a mediating effect of acquiescent silence when procedural justice affected turnover intention. Additionally, when interactional justice affected turnover intention, prosocial and acquiescent silence mediated it. Examining the moderated mediating effect of manager's inclination to reject negative feedback showed moderated mediation effect when procedural justice mediated the acquiescent silence and affected the turnover intention. Interactional justice had a moderated mediating effect when the mediation between prosocial and acquiescent silence affected turnover intention. Therefore, it is necessary to efficiently regulate the manager's inclination to reject negative feedback when organizational justice affects organizational silence and turnover intention.

• The Journal of the Korea Contents Association
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• v.20 no.10
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• pp.593-614
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• 2020

The purpose of this study is to find out how positive feedback affects job satisfaction and empirically validate, in the process, the mediation effect of intrinsic motivation and the moderating effect of LMX. For this study, data was gathered on 345 out of total 396 members of domestic organizations in various industries, on whom we conducted a survey, and we reviewed the validity of our survey by means of confirmatory factor analysis, performed based on SPSS 25.0 AMOS 25.0, and confirmed correlations, and mediating and moderating roles existing among variables using Process Macro 3.0. As a result, it was verified that organizational members' positive feedback positively affects their intrinsic motivation and job satisfaction. In this study, it is validated that organizational member's intrinsic motivation has a positive influence on job satisfaction and positive mediation effect exists between them. Also, LMX has a positive moderating role for positive feedback and intrinsic motivation, and organizational member's intrinsic motivation revealed that it has a LMX-moderated positive mediation effect on positive feedback and job satisfaction. The implications of these findings are first, positive feedback, an issue these days in corporate organizations, produces intrinsic motivation of organization members and raises their job satisfaction. Furthermore, organizational members' intrinsic motivation is triggered by their leader's positive feedback when they are more in a good relationship. Lastly, given that job satisfaction of organizational members matters for organizational performance and human resource development, we can get a practical implication that we should nurture the capabilities of a leader through various education methods as we must provide an adequate positive feedback as one of the multiple ways that help improving the job satisfaction of organizational members.

• Korean Journal of Community Nutrition
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• v.4 no.3
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• pp.441-453
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• 1999

This study aims to investigate the effects of job characteristics and work on both organizational commitment and job satisfaction of the school foodservice dietitian for the purpose of providing information for quality improvement in productivity of school foodservice. The subjects were 401 school foodservice dietitians in Taegu and the Kyungpook area. The survey questionnaires consisted of five parts including demographic characteristics, job characteristics(JCI), work values, organizational commitment(OCQ) and job satisfaction(JDI). More than half of the subjects(65.3%) were between the age of 26 to 30 years. Seventy-one percent of the participants had bachelor’s degrees and monthly wages of 83.2% ranged from 700,000 to 1,200,000 won. The education of thedietitians was found to have a significant relatinship with job satisfaction in all fields. Job characteristics such as feedback, job characcteristics such as job autonomy, feedback and friendship were positively correlated with job satisfaction. The group of dietitians with high work value scores for work as a central life interest had significantly high scores in organizational commitment(p<0.01) and overall job satisfaction(p<0.05). Job satisfaction such as work-itself, pay, supervision, promotion and co-workers were positively correlated with organizational commitment. According to the Lisrel program, organizational commitment was affected by educational level(-0.23). Job satisfaction was also affected by educational level(-0.18), autonomy(0.24), friendship(0.12), feedback(0.08), individualism(-0.07) and organizational commitment(0.44) directly. In conclusion, school foodservice dietitians may increase the level of their commitment to organization and job satisfaction by increasing autonomy, feedback adn friendship of job characteristics and work values.

• Journal of Korea Technology Innovation Society
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• v.22 no.1
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• pp.85-118
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• 2019

The purpose of this paper is to analyze the moderating effects of organizational justice, on the relationship between job characteristics and organizational performance of researchers in government-supported research institutes. For this purpose, a regression analysis was conducted based on a survey on 459 researchers in government-supported research institutes. As a result, first, autonomy, importance, identity, and feedback, excluding diversity, have positive effects on job satisfaction. Second, autonomy, identity, and feedback among job characteristics have positive effects on organizational commitment. Finally, as a result of verifying the moderating effects of organizational fairness on the relationship between job characteristics and organizational performance, it turned out that autonomy and diversity among job characteristics showed statistically significant effect on job satisfaction, and autonomy, importance, and feedback on organizational commitment.

• Journal of East-West Nursing Research
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• v.28 no.2
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• pp.112-121
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• 2022

Purpose: This study aimed to identify the factors related to the organizational citizenship behavior of nurses in the operating room (OR). These factors include positive psychological capital, perceived organizational culture, and job characteristics. Methods: A descriptive correlational study design was used. A total of 185 OR nurses from nine general and advanced general hospitals across three metropolitan areas in South Korea completed the questionnaires. The questionnaires included items on organizational citizenship behavior, positive psychological capital, organizational culture, and job characteristics. Descriptive statistics and multiple regression analysis were conducted using SPSS/WIN 21.0. Results: The mean score for organizational citizenship behavior was 3.62 out of 5. Positive psychological capital, relationship-oriented organizational culture, and feedback on job characteristics were verified as influencing factors of OR nurses' organizational citizenship behaviors. The explanatory power of this regression model was 48.2%. Conclusion: Reinforcement of positive psychological capital of individual OR nurses and organizational efforts to endorse relationship-oriented organizational culture is required. It follows that OR nurses' organizational citizenship behavior can be enhanced based on mutual trust, cohesiveness, and feedback on their work performance.

• The Korean Journal of Franchise Management
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• v.7 no.1
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• pp.13-20
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• 2016

Purpose - In the past, the chain hotel chefs only serve food to their customers. However recently, the hotel chefs play a pivotal role in hotel including considering various customer preferences, safety and nutrition of food, and increasing profits through effective human resource management and inventory control. With the change of the chain hotel chef's' roles, pygmalion leadership, one of new leadership styles, focuses on the effect that leader's positive expectation let subordinates have motivation and more engage in work. This study investigates the effect of chain hotel chef's pygmalion leadership on leader trust and organizational trust. Research design, data, and methodology - This study was to investigate the structural relationships among chain hotel restaurant chefs' pygmalion leadership, hotel restaurant cooks' leader trust, organizational trust, and teamwork, and how leader trust and organizational trust play mediating roles in the relationship between pygmalion leadership and teamwork. In this model, pygmalion leadership includes 4 dimensions: Climate, Feedback, Input, and Output. Data were collected using self-administered questionnaire survey on cooks of Deluxe hotel restaurants located in Seoul and Gyonggi-Do. The samples for data analyses were 243 excepting unusable responses. Result - The findings can be summarized as follows: First, climate and feedback had a positive effect on leader trust, respectively. Second, feedback and output had a statistically positive effect on organizational trust, respectively. Third, leader trust had positive effects on organizational trust and teamwork. Fourth, organizational trust had a significant effect on teamwork. Conclusions - As a chain hotel chef treats his/her staffs sincerely, they will be more engaged in work by establishing trust in their leader. Ultimately, it leads to higher sales profit and customer satisfaction. In addition, a hotel can encourage chefs and other staffs to treat each other as if the student-instructor relations, not just commanding staffs. Then, cooks build up their trust to their leader and organization for its sustained growth and development, and the internal bond in organization including teamwork is strengthened. Therefore, to strengthen teamwork and organizational trust, there should be active communication, knowledge sharing, goal sharing, and cooperation between chefs and cooks.

• Korean Journal of Community Nutrition
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• v.5 no.4
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• pp.672-682
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• 2000

The purpose of this study was to identify the effect of job characteristics, job performance and organizational commitment on job satisfaction of hospital dietitians. The first survey was carried out on 74 hospital dietitians to determine their demographic characteristics, job characteristics, organizational commitment, and job satisfaction. The second survey was carried out on 47 hospital foodservice dietitians to determine their job performance. Thirty-two percent of the subjects were aged between 26 and 30, and 62.2% had Bachelor's degrees. The dietitians felt most satisfied by their co-workers, followed by the work-itself, supervision, pay, and promotion possibilities. Dietitians who had a higher education were satisfied with pay and supervision. The longer the length of employment, the more the satisfaction with the work-itself and pay, plus the higher the monthly wage the more the satisfaction with the work-itself, pay, supervision, and co-workers. lob satisfaction was high in the group that scored high on autonomy, feedback, task identity, and friendship of in the job characteristic inventory. The job performances of nutrition counseling(r= 0.469, p < 0.01), nutrition education(r= 0.446, p < 0.01) and management of therapeutic diet(r= 0.394, p < 0.01) were positively correlated with job satisfaction. The $R^2$for the multiple regression model was 0.677, indicating that 67.7% of the variance in job satisfaction could be accounted for by feedback, organizational commitment, nutrition counseling performance, and nutrition education performance. In conclusion, the level of job satisfaction for hospital dietitians would appear to improve with increased feedback, organizational commitment, and opportunity for nutrition counseling and nutrition education.

• The Korean Journal of Health Service Management
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• v.6 no.4
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• pp.165-176
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• 2012

The purpose of this study was to investigate the relationships between organizational communication satisfaction and organizational conflict for nurses. The research design was correlational survey. Two hundred three nurses recruited from 3 general hospitals in D city. The data collected were analyzed with SPSS/win 18.0 using descriptive methods, t-test, ANOVA, Pearson correlation coefficient, multiple regression. The result of this study reported middle levels of organizational communication satisfaction and middle levels of organizational conflict. There were significant positive correlation for organizational communication satisfaction and organizational conflict in the nurses. Significant factors influencing organizational conflict were organizational climate, media quality and personal feedback. Organizational conflict and organizational communication satisfaction management is very important. Based on the study, recommend the following : It is needed that repeat studies and consider to development and education program of the organizational communication satisfaction for nurses in hospital setting.

• Asian Journal of Innovation and Policy
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• v.1 no.1
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• pp.92-115
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• 2012

The problem Japanese universities face is exactly the same as that of German universities: no international recognition in world rankings of universities despite their high levels of postwar economic and technological developments. This was indeed one reason why world-class Japanese firms, such as Toyota and Sony, have avoided working closely with Japanese universities for R&D partnership and new technology commercialization. To resolve this problem, the Japanese government has continuously implemented aggressive policies of the internationalization, privatization, liberalization, and privatization of universities since the onset of the economic recession in 1989 in order to revitalize the Japanese economy through radical innovation projects between universities and firms. National projects of developing medical robots for Japan's ageing society are some of the ambitious examples that emphasize feed-forward learning in innovation. However, this paper argues that none of these programs of fostering university-firm alliances toward feed-forward learning has been successful in promoting the world ranking of Japanese universities, although they showed potentials of reinforcing their conventional strength of introducing $kaizen$ through feedback learning of tacit knowledge. It is therefore argued in this paper that Japanese universities and firms should focus on feedback learning as a way to motivate firm-university R&D alliances.